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A major area of global knowledge management is in the practice of academic research. Studies how the Internet was used to support knowledge management in six non‐corporate research organisations in sub‐Saharan Africa. For knowledge acquisition, abstract and article databases and field‐specific Web sites were considered the most important services. For knowledge transfer, e‐mail, and especially e‐mail attachments, were considered crucial in overcoming the slowness of other means of communication. For knowledge application, communication with collaborators and publishers helped bring African research communities more visibility. Despite limited availability and infrastructure problems, some researchers had made headway in using the Internet to improve acquisition and transfer of knowledge, but not knowledge storage. Researchers in other areas of the globe may benefit from a fuller understanding of the issues and challenges facing their sub‐Saharan colleagues as an important step towards improving collaboration and knowledge sharing.

Knowledge management (KM) research lacks a common conceptual core; it is cross‐disciplinary, addresses a wide variety of phenomena, and has difficulty distinguishing itself from many related areas of research. The result is a fragmented field that is itself artificially split from the related literature on organizational learning. KM may be progressing through a predictable life‐cycle that could end in collapse of the KM concept unless researchers can develop more integrative core theories of learning‐ and knowledge‐related phenomena in organizations. The diverse body of organizational learning and knowledge management research provides an impressive foundation for the synthesis of such broader theories of learning and knowledge that are creative, new, and integrative.

The effect of culture on various aspects of life, business and disciplines such as knowledge management (KM) has been much studied. Hospitality has also received much attention because it, among others, can produce and redistribute wealth whether in developed or developing economies, who often find it as an invaluable means of generating foreign income. Nonetheless, there is no combination of the three areas in a single study done in a developing economy. The paper aims to fill this gap by investigating the impact of culture on the adoption of KM in the hospitality industry of Nigeria.

Hofstede’s culture model and technology acceptance model were used as underpinning theories to develop a research model which was operationalised into a 45-item questionnaire. A five-point Likert scale that ranged from strongly disagree to strongly agree was used. The questions were closed-ended for the variables of the model, but there were also open-ended questions. Two Nigerian cities were purposely sampled and they generated 195 responses from the 400 questionnaires that were distributed. Correlation analysis was first done to establish relationships before regression analysis was performed after checking for multicollinearity. Findings and conclusions were drawn from significant hypotheses.

The findings showed significant collectivism, uncertainty avoidance, masculinity, femininity and short- and long-term orientations as factors that would affect adoption of KM in the hospitality industry of Nigeria. Power distance and individualism as factors, on the other hand, were not significant.

The research has produced a model that can form the basis for future research. The study apparently is the first and therefore needs replication in other industries and other developing economies. A comparative study can be done too between developing countries or between a developing and a developed country. Many replicated studies could perhaps produce a generic model that would apply beyond Nigeria. Moreover, as this study is on a moving target both in terms of culture and the extent of KM adoption, subsequent studies could update the findings of this study.

Hospitality managers have to develop and maintain a conducive culture if adoption of KM is to be achieved. Managers should be sensitive to and take good advantage of cultural differences displayed in the personality traits of employees. For example, uncertainty avoidance (preference for precision) could be an asset to make knowledge explicit in computer systems, making it easier to share such knowledge in the organisation. Collectivism and nurturing orientation would encourage knowledge sharing and collaborative work, which is often nowadays done virtually. Managers should encourage knowledge workers to seek and acquire both short- and long-term views of their work.

There apparently is no systematic empirical study that combines KM, hospitality and culture in developing economies’ context. Thus, this study examines the effects of culture on KM adoption in the Nigerian hospitality industry. The findings have practical implications on how the Nigerian hospitality industry can benefit from the application of KM.